Jon Mulliner Email & Phone Number

This was a SAP WMS, Manhattan WMS, and Dematic(DAI) CMS programme of work. My role was to stabilise the implementation and project manage 40+ change requested that had been raised by the operations team.

A 3 month assignment to managed 4 project managers on various warehouse management (WMS) & transport management (TMS) related projects following Unipart’s project framework. System implemented: WMS - Blue Yonder / Red Prairie TMS - Oracle Programme budget responsibility This included supporting Waterstones Blue Yonder / Red Prairie migration project from Unipart’s project perspective. The main tasks were UAT, user training, ops training and go live support with the Waterstones team.

United Kingdom

A multiple million pound business transformation programme, building and then implementing a bespoke CRM solution to support required business changes. Salesforce was selected as the software vender, and their App Cloud platform provided the technical environment from which the user requirements were built on. The main activities of the role included the following :-• Initiated the programme while building the programme team.• Regular programme updates to Impellam’s board members and senior stakeholder management.• Setup the PMO to support the programme.• £M+ vendor management, with on and offshore development teams.• Managed all of the direct reports, including project manages, in this multifaceted programme, this included the business change management programme.• Direct responsibility for all aspects of the IT, including integration into legacy systems and the Salesforce platform, data migration, network infrastructure, User Acceptance Testing (UAT), service delivery and management.

Whitely

This was a senior programme manager role working within the Inventory Management team on the Parts2020 programme. This was JLR’s large global after-market transformation programme, harmonising key processes, strategic systems, organisation, and re-engineering the completed supply chain network. Main activities included :-• Setting up the Parts2020 Programme Management Office (PMO)• Responsible for initiating several of the inventory and warehouse related programmes.• Managed JLR’s 3rd party logistics providers’ SAP SPP project from a programme governance and quality perspective. • Provide User Acceptance ensuring that the suppliers SAP SPP system worked ‘end to end’ with JLR’s systems. This was to ensure that there was a seamless transition of the supplier’s system within JLR’s inventory supply chain. (SAP’s Spare Parts Planning (SPP) is the planning module of the Service Parts Management (SPM) module which in turn is within the Supply Chain Management (SCM) Business Suite of SAP. It has been specifically designed to meet the requirements of the spare parts business.)

Coventry, United Kingdom

IT responsibility for the design, build, testing and deployment of the IT legacy solution. The programme’s business objective was to provide an IT solution that would support the rapidly evolving, global supply-chain processes as part of JLR’s business global expansion strategy. The role included the following activities:• Followed SAP’s ASAP methodology in project management, as this was JLR’s preferred way of managing large-scale ERP deployments. • Managed weekly meetings with project work-stream and attend weekly steering-group meetings.• Direct responsibility for a budget in excess of £5M.• Managed a complex range of issues, risks, dependencies, and assumptions; this was a challenging area as the stakeholder members were senior managers from all parts of the business, each with their own set of aggressive business objectives to meet. The demanding objectives and very tight time-scales was mainly due to the business growing at a remarkable rate, especially internationally. • Built and encouraged a good team culture in a very demanding environment. The work-stream team included five direct reports, suppliers’ project managers and a PMO function. • Supplier management, including offshore (India) development.• Responsible for integrating the legacy IT landscape via an Enterprise Service Bus (ESB) with JLR’s SAP rollout using, where possible, standard SAP iDocs. JLR’s legacy applications included the following, CMMS3 (MRP), Ricardo (customs), Supplier and Customer EDI gateway. • Managing all changes to the project scope and requirements via JLR’s change-control procedures.• External supplier IT readiness support and readiness testing. This included detailed, ‘end to end’ integration testing with a handful of suppliers and full readiness validation with over 300 parts suppliers.The first phase of the project was delivered on time, to the requirements and within the budget.

Milton Keynes / Dordon

Hired by CEVA to perform three main roles during the life cycle of the programme. The main role, that of a Business Change Manager, was to ensure that the introduction of a new warehouse management system (SAP WM) and the decommissioning of the current one, met the following programme objectives:- • Ensure that business continuity of VW’s (circa £700M per annum) car parts business is maintained before, during and after the implementation of new warehouse system.• Fully prepare the warehouse operation for the change by ensuring people are appropriately train.• Produce impact of change assessments and agree them with relevant stakeholders.• Develop and implement an effective business support model through the cutover period.• Ensure that people, at all appropriate levels, are informed of the programme aims, work stream objectives and timescales through relevant forms of communication.The second role took on a more traditional one, programme managing the warehouse related work stream activities. These included:- • Defining local deliverables (both IT and operational), that fell outside of the wider programme scope. • Ensuring that the project is delivered within the time-scales and financial requirements of the programme. • Managing, monitoring and motivating project resource. • Providing regular programme updates to the main CEVA project board.• Managing internal development teams and external suppliers. • Risk and Issue management.The third role was quite general; in essence it was to provide CEVA with on-going risk assessments of their potential commercial exposure with their client (VW Group) and relevant risk mitigation plans. These plans were then reviewed on a regular basis with CEVA’s senior management team, with the appropriate action being taken.

Hook

Working for Virgin Media Business on a large project to migrate their customer’s (Tesco) broadband users away from Virgin Media’s platform to Tesco’s new broadband service provider. Main duties included the following:-• Defining project requirements, costs and timescales.• Managing tight time-scales, budget, suppliers and customer.• Extraction, encryption and transportation of all customer data, including billing and credit card information to Tesco’s new suit of systems.• Migration of business process from VM to Tesco.• Provide archive data in-line with UK regulatory requirements. • Ensure that there is no loss of data between VM and Tesco systems.• Minimal impact on end customers during migration.• Adhere to very strict data protection rules.

Barton

IT Project Manager for a Red Prairie Discrete modification and systems integration project.

Hook

Working for Virgin Media Business as a Senior Project Manager helping VMB obtain information security certification to NGN 224 standard. (This is a significant step up in terms of quality, availability, integrity and confidentiality against the current ISO 27001 standard). This project was initiated in order to help Virgin Media secure £300M of revenue annually and also allows VM to bid for up a further £1,000M worth of public sector telecommunication business per year.The project role was more of a programme management position as I had the responsibility of up to 16 concurrent work streams and stand-alone projects to manage. In March 2011 KPMG’s Audit Committee signed off the NGN224 certification and Virgin Media became the first telecommunications provider in the UK to receive this accolade.

London

Managed Virgin Media’s new On Demand film streaming service project. This project was technically very similar to both the BBC’s iPlayer and Lovefilm’s Video On Demand streaming projects that I managed a few years earlier. Project finished on time and within budget.

IT Out sourcing project

London

Managed Lovefilm’s new On Demand film streaming service project. This project was technically very similar to iPlayer’s streaming project a few years earlier at the BBC. The initial requirement was to select a technical partner that would work along Lovefilm in designing and developing this new On Demand streaming film service. The second requirement was to fully understand what options were available for using generic streaming players and their respective streaming encryption algorithms. The main responsibilities of this role were :-• Managing the web design, graphics and development teams.• Defining functional requirements and obtaining buy in from the project sponsor.• Using SCRUM’s Agile project management to ensure the project is delivered on time, to specification and within budget.• Managing external suppliers based in the UK and USA.• Defining video and audio encoding standards for the library of films to be transcoded into. This was a first in the UK as there were not any audio industry standards to work to. Adobe’s FLASH was selected for video streaming.• Updating the project steering group.• Managing the test team and the controlled release of this service into Lovefilm’s million plus subscriber base.• Working with the marketing team to ensure there was maximum external publicity for this service during its launch.

Implementation of Red Prairie's DLx warehouse management system and Paragon vehicle routing application into a 300,000 sq/ft NDC warehouse for CEVA's client, Kwit Fit

In December 2005 I took over as the iPlayer programme Manager. The main responsibilities here were to ensure that a clear statement of requirements was agreed across the whole of the BBC, which included the regions (Wales, Scotland and Northern Ireland), provide indicative project costs over a set period of time, start to create the project team and project procedures, including the setting up of the project support office. During this phase of the project supplier negotiations and stake holder management were the key activities.

Following the success of the technical trial it was decided that a further trail was required to better understand potential audience viewing habits and how effective marketing could potentially extend the ‘long tail’ of non prime time programmes (Video and Audio). The content trial also had a much more realistic demographic representation and a far larger audience. This project also involved a couple of new major service providers, including Siemens.

Whilst the iMP trials were predominately focused on downloading of media content, the TV+ project focused on exploring streaming of TV programmes. This project looked at various streaming technologies, (and settled with Flash 8) and ways to delivery user interaction capabilities within the video stream. The project also focused on how business processes will need to change to support the IP delivery world (within the BBC). These processes started at the point of content commissioning, through to Rights clearance, scheduling of play out, encoding, trans-coding, and encrypting of the content, and content archiving etc.

My responsibility as the Integrated Media Player (iMP) project manager was to ensure that the correct technology and suppliers were selected, that the aims of the trial were met and that all of this was achieved on an exceptionally tight budget. The main suppliers for the trial where BBC Broadcast, Kontiki, Energis and Microsoft.The iMP technical trial objectives were :-• To prove that large size media files can be successfully transferred in a speedy manor via the public internet to home PC’s (using peer to peer technology)• DRM’ed media files remained secure and the media rights are not compromised (hacked)• To better understand the rights issues with content owners• Gain an understand on user behaviour and content consumption The iMP technical trial won the RTS Award for INNOVATIVE TECHNOLOGIES on November 2004.

Construction of a 50 acre Car Import Center in North Shields.

Implementation of LIS’s Warehouse Management System.

Implementation of a vehicle tracking, proof of collection and delivery systemThis project received various logistics awards for innovation during 2003.

A Levels

Education record